Agenda of Howick Local Board - Thursday, 20 July 2023

No.	Title	Page
a ⇩	20 July 2023, Howick Local Board: Item 12 - Chairperson's Report - Chair Light's Written Report	11

Howick Local Board

20 July 2023

Approval of the Howick Local Board External Partnerships-Business Associations work programme 2023/2024

File No.: CP2023/09113

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Howick Local Board External Partnership-Business Associations work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s External Partnership-Business Associations work programme and associated budgets for approval for delivery within the 2023/2024 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board identified in the Howick Local Board Plan 2020:

· Outcome 5 - A prosperous local economy supporting business growth and opportunity

4. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Howick Village BID, Howick Village Association Inc $15,000

· Business East Tamaki BID, Business East Tamaki Inc $10,000

5. The proposed work programme has a total value of $25,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

6. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) approve the External Partnerships-Business Associations work programme 2023/2024. Attachment A.

Horopaki

Context

7. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Howick Local Board Plan 2020. The specific outcome that are reflected in the work programme is:

· Outcome 5 - A prosperous local economy supporting business growth and opportunity.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the board’s External Partnerships-Business Associations work programme 2023/2024 are detailed below. See Attachment A for further detail.

Howick Village BID – $15,000

10. $10,000 - to investigate broadening the BID area to include the commercial and business properties, and attracting association membership from within the Valley area.

11. $5,000 – to develop and implement a Howick BID financial plan. To develop and implement a financial plan by March 2024 focused on the long-term financial sustainability of the Howick BID to reduce any reliance on funding from the HLB and the reduction of legacy funding.

12. A specific Howick BID financial plan would aim to identify and investigate opportunities locally, regionally, and nationally for increasing income to the Howick BID. These income opportunities could include sponsorship (across all BID activities, event based or long-term support), bulk purchasing or on-selling product/service, grants, promotion opportunities (BID website/Facebook).

13. The Howick BID financial plan is a concept to engage an external service provider to review current income approaches and provide ideas, advice and a plan to assist the BID with decision making. This work would cover:

· Engaging a service provider – specialist finance/accountant/sponsorship/grant advice

· Review current expenditure and cost areas

· Identify areas of potential growth or expansion (and thus, increase the amount of annual target rate collected), together with BID/corporate sponsorship alignment.

· Develop – financial plan identifying at least 5 opportunities, and the approach, to achieve a derived income. This plan should include content for a prospectus document.

· Outcomes:

o actions to support income streams incorporated into a financial plan included in the annual BID business plan and budget for 2024/2025 and 2025/2026.

o Target $15,000 additional income over the next two years 2024/2025 and 2025/2026

Business East Tamaki Inc (previously GETBA) – $10,000

14. Support to deliver the East Auckland Business Awards programme and event 2023/2024.

15. Business East Tamaki BID is hosting an East Auckland Business Award programme and event, celebrating business achievements, attracting new business to the local board area, motivating local employment opportunities.

16. Both Howick Village Association Inc (HVA) and Business East Tamaki Inc (BET) BID programme activities align with the board’s following outcome and objective:

· Outcome 5 - A prosperous local economy supporting business growth and opportunity.

· Objective 5.1 - Support local business recovery from the impacts of COVID-19

Presenting proposals to the local board

17. Before the end of the first quarter (September 2023), HVA and BET will present to the local board with a progress update, an outline of their plans and achievements.

18. After local board considerations and feedback has been recieved, a funding agreement will be developed and forward to HVA and BET for signing.

19. The External Partnerships-Business Associations work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

22. The proposed External Partnerships-Business Associations work programme has been considered by the local board in a series of workshops from October 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

23. The activities in the proposed work programme align with the Howick Local Board Plan 2020 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

24. Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their business area.

25. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

26. The proposed External Partnerships-Business Associations work programme budget for 2023/2024 is $25,000 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2023/2024.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Table 1 shows the identified significant risks associated with activities in the proposed 2023/2024 work programme.

Table 1: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Howick Village Association - investigate broadening the BID area	Not implementing the planned initiatives.	Quarterly reporting on progress	Low
Howick Village Association - to develop and implement a Howick BID financial plan	Not implementing the planned initiatives.	Quarterly reporting on progress	Low
Business East Tamaki - East Auckland Business Awards programme and event 2023/2024.	Not implementing the planned initiatives.	Quarterly reporting on progress	Low

28. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

29. Delivery of the activity in the approved work programme will commence on 1 July 2023 and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

30. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Business Associations work programme	21

Ngā kaihaina

Signatories

Author

Claire Siddens - Principal Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

Approval of the 2023/2024 Howick Local Board Infrastructure and Environmental Services Work Programme

File No.: CP2023/08672

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Howick Local Board’s Infrastructure and Environmental Services work programme.

Whakarāpopototanga matua

Executive summary

2. This report presents the Howick Local Board’s Infrastructure and Environmental Services work programme and associated budgets for approval for the 2023/2024 financial year.

3. The work programme provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years. 2023/2024 is year three of the three-year cycle.

4. The work programme responds to the outcomes and objectives identified in the Howick Local Board Plan 2020.

5. In June 2023, the Governing Body adopted the council’s 2023/2024 budget, which has reduced some council budgets, including local board budgets. This was workshopped with the board in May and June 2023 and adjusted following feedback received.

6. The work programme has been developed through a series of workshops between November 2022 and June 2023, where the local board provided feedback to staff on programme and activity prioritisation.

7. The local board indicated its support for the following activities to be delivered in 2023/2024, with budgets as listed below:

· Construction Waste Enforcement and Leadership – $60,000

· Howick Schools Waste Minimisation Programme – $45,000

· Howick Stream Improvement Programme – $305,779

· Industrial Pollution Prevention Programme - $45,000

· Pest Free Howick Ward– $200,000

· Tāmaki Estuary Environmental Forum – $8,000

8. The proposed work programme has a total value of $663,779, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2023/2024 financial year.

9. The proposed work programme also includes $1,058,000 in asset-based services capital expenditure for the following coastal renewals programmes:

· Bramley Drive Reserve - Renew seawall and club boat ramp - $729,000

· Howick Beach - Renew seawall - $329,000

10. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakaae /approve its 2023/2024 Infrastructure and Environmental Services work programme and associated budgets, as summarised in the table below (Attachment A to the agenda report):

Activity name	2023/2024 budget for approval
Construction Waste Enforcement and Leadership	$60,000
Howick Schools Waste Minimisation Programme	$45,000
Howick Stream Improvement Programme	$305,779
Industrial Pollution Prevention Programme	$45,000
Pest Free Howick	$200,000
Tāmaki Estuary Environmental Forum	$8,000
Total	$663,779

b) tuhi ā-taipitopito / note the allocation of $1,058,000 regionally funded asset-based services capital expenditure budget towards the Bramley Drive Reserve - Renew seawall and club boat ramp - $729,000 and Howick Beach - Renew seawall - $329,000 programme in the 2023/2024 financial year.

Horopaki

Context

11. Each year, the local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the Infrastructure and Environmental Services work programme (Attachment A).

12. The proposed work programme responds to the outcomes and objectives identified in the Howick Local Board Plan 2020. The specific objectives reflected in the work programme are:

· empower the community to take environmental action,

· protect the mauri / lifeforce of our awa / waterways,

· protect and enhance our unique coastline,

· our large natural areas are enhanced and protected.

13. The following adopted strategies and plans also guided the development of the work programme:

· Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan

· National Policy Statement on Freshwater Management

· Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau / Auckland Waste Management and Minimisation Plan 2018

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau / Regional Pest Management Plan 2020-2030.

14. The development of the work programme has been informed by staff assessments and identification of local environmental priority areas, and feedback received from the local board at workshops.

Tātaritanga me ngā tohutohu

Analysis and advice

15. The proposed work programme is made up of activities continuing from previous financial years, including annually occurring events or ongoing programmes. These programmes contribute towards the delivery of the Howick Local Board Plan 2020 environmental objectives, as detailed above.

16. The work programme (Attachment A) provides a three-year view that demonstrates the phasing or continuation of programme delivery over the 2021/2022, 2022/2023 and 2023/2024 financial years.

17. This report seeks local board approval for budgets and activities in year three of the three-year work programme (2023/2024).

18. The proposed activities for delivery as part of the board’s 2023/2024 Infrastructure and Environmental Services work programme are detailed below, alongside indicative plans and budgets for the 2023/2024 financial year:

Construction Waste Enforcement and Leadership – $60,000

19. The board has indicated it would like to continue to support this programme to address illegal dumping of construction and demolition waste. The board allocated $80,000 towards this initiative in the 2022/2023 financial year, including a $20,000 reallocation at the business meeting of 18 May 2023 (Res HW/2023/81).

20. Staff recommend that the board continue to support the engagement of a construction and demolition waste advisor to work with builders and developers to improve site practices and act in a reporting function for compliance.

21. The advisor will focus on:

· weekly surveillance and reporting of breaches of the Litter Act, the Solid Waste bylaw, and the Building Act to the appropriate compliance teams in the council

· verbal engagement with builders and developers to promote installation of silt and security fences to prevent littering, and to encourage improving site waste practices related to littering and problematic materials such as polystyrene

· developing examples of leading practice by builders and developers in the Howick Local Board area to promote through industry associations such as Master Builders.

22. Staff recommend that the board allocate $60,000 towards this programme in 2023/2024.

Howick Schools Waste Minimisation Programme – $45,000

23. The board has indicated it would like to continue to support this programme to deliver environmental education and waste minimisation in local schools in the 2023/2024 financial year. In the 2022/2023 financial year the board allocated $67,000 towards this initiative, including a $22,000 reallocation at the business meeting of 18 May 2023 (Res HW/2023/81)

24. The purpose of this programme is to support schools to develop and establish effective food waste management systems for reducing their waste to landfill.

25. Staff recommend the board allocate $45,000 to fund the following school waste minimisation initiatives in the 2023/2024 financial year to:

· continue funding a part-time community waste and carbon auditing coordinator (eight hours per week-) to maintain the actions of 31 schools already engaged in the programme and increase the number of early childhood centres and new schools participating

· purchase equipment to establish waste management systems in schools such as bokashi bins, compost bins, worm farms and maintaining mulcher

· purchase of product to build and establish gardens for a garden to table extension to the programme enabling schools that are ready to utilize their compost product on-site.

· an education programme on carbon footprints for schools

· mentoring from schools who have made a significant reduction to their waste to share the process with new schools

· a community waste-free event

26. Staff recommend that the board allocate $45,000 towards this programme in 2023/2024

Howick Stream Improvement Programme – $305,779

27. The board has indicated it would continue their support for initiatives that improve water quality and stream environments in the 2023/2024 financial year. The board allocated $150,300 towards this programme in the 2022/2023 financial year.

28. This budget will fund the Ōtara Waterways and Lake Trust to carry out stream restoration and engagement activities. This includes budget for Ōtara Waterways and Lake Trust staff, and resources required to deliver the activities.

29. Activities delivered and funded under this programme include stream restoration, community engagement, mana whenua engagement, local employment, local training, illegal dumping and creek clean-ups, environmental monitoring, communications, Ōtara Waterways and Lake Trust board governance and overall management of the trust’s operations.

30. Staff recommend the board allocates $305,779 to fund the water improvement and stream restoration initiatives in the 2023/2024 financial year.

Industrial Pollution Prevention Programme – East Tāmaki – $45,000

31. The board has indicated it would like to continue to support the Industrial pollution prevention programme in the 2023/2024 financial year. The board has previously supported this programme between the 2014/2015, 2021/2022 and 2022/2023 financial years.

32. The board allocated $55,000 towards this programme in the 2022/2023 financial year. This included a $10,000 reallocation from the 12 June 2023 business meeting to run an industrial workshop and follow-up programme (Res HW/2023/107).

33. This programme is primarily educational and informs industry about the impacts their activities may be having on local waterways. The programme includes a site inspection and discussion with business owners about potential issues around pollution as well as waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business and a follow up is conducted. If on follow-up the recommendations have not been taken up a report is passed onto the Regulatory Compliance team and Healthy Waters follow-up to enquire into the progress of the complaints and issues.

34. The programme involves a Geographic Information System mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways. In 2022/2023 the programme will focus on visiting industry in East Tāmaki.

35. Staff recommend that the board allocate $45,000 to this programme in the 2023/2024 financial year.

Pest Free Howick Ward– $200,000

36. The board has indicated it would like to continue to support the development and implementation of Pest Free Howick Ward initiatives in the 2023/2024 financial year. The board allocated $217,392 towards this programme in the 2022/2023 financial year. This included a reallocation of $21,392 (HW/2023/81).

37. Staff recommend that the board allocate $200,000 to fund the following package of pest-free initiatives in 2023/2024:

· a part-time contractor to lead the strategic planning, facilitation, and coordination of Pest Free Howick Ward activities

· activation of the Pest Free Howick Ward HUB space

· a part-time HUB coordinator, based at the Pest Free Howick Ward HUB space

· a part-time Conservation coordinator to supervise fieldwork and lead the Mangemangeroa biodiversity monitoring project

· conservation assistant roles to deliver projects in conjunction with sustainable schools and community groups including conservation engagement with the Chinese community

· ongoing pest animal and plant control on Te Naupata/Musick Point in collaboration with Ngāi Tai ki Tāmaki

· encouraging native tree planting and increased biodiversity in schools

· community awareness and education initiatives to encourage and enable individuals, community groups and schools to control pest plants, host weed swaps, and participate in the annual Moth Plant Competition

· empowering local students and community groups to control pest animals through local board assisted education programmes, Pestival events, equipment supply and support of a community trap library

· pest plant control and planting maintenance, litter cleanups and community events around Ōtara Creek and other planting sites to enhance community connection, native biodiversity and improve water quality.

Tāmaki Estuary Environmental Forum – $8,000

38. The board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2023/2024 financial year.

39. The Tāmaki Estuary Environmental Forum includes the Howick, Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, Ōrākei, and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

40. Funding for this programme will enable continued coordinator support to progress the forum’s vision for the Tāmaki Estuary and will support initiatives that increase community awareness and participation in protecting and restoring the Tāmaki Estuary.

41. One of these initiatives includes the Tāmaki Estuary clean stream watch programme, which provides community stakeholders with the equipment and training to monitor select streams along the Tāmaki Estuary and report pollution issues when they are detected.

42. In 2022/2023, the five-member local boards each provided $8,000 to co-fund the Tāmaki Estuary Environmental Forum.

43. Staff recommend that the board allocate $8,000 to this programme in the 2023/2024 financial year.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

45. Each activity in the work programme is assessed to identify whether it will have a positive, neutral, or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

46. Table 1 outlines the activities in the 2023/2024 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
Industrial Pollution Prevention Programme – East Tāmaki	When freshwater ecosystems are healthy and thriving, they provide many ecological services such as flood mitigation, habitat for native biodiversity, and carbon sequestration through riparian plants. These programmes will increase healthy freshwater ecosystems.
Howick Stream Improvement Programme
Tāmaki Estuary Environmental Forum
Pest Free Howick Ward	Ecological restoration contributes to carbon sequestration and therefore contributes to greenhouse gas reduction. Management of exotic species’ impacts is one of the main ways in which we can improve resilience of Auckland’s biodiversity to climate change.
Howick Schools Waste Enforcement and Leadership	Reduction of waste to landfill will lower greenhouse gas emissions and change behaviour in communities both in waste minimisation practice and consumer choice. The education component of the school’s programme will directly link student action to carbon measures linking adaptation behaviours and increasing community resilience for the future.
Construction Waste and Enforcement and Leadership

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

48. In particular, the attached Infrastructure and Environmental Services work programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Waste Solutions.

49. The construction waste enforcement and leadership programme will include interaction with council compliance staff and Healthy Waters staff will regularly enquire into progress of the complaints/issues in relation to the Industrial Pollution Prevention Programme.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

50. The programmes proposed for inclusion in the board’s Infrastructure and Environmental Services work programme will have positive environmental outcomes across the Howick Local Board area. Particular focus areas for the 2023/2024 work programme include Te Naupata Musick Point, East Tāmaki, the Tāmaki Estuary, and Flat Bush.

51. The programmes noted above align with the Howick Local Board Plan 2020 outcome ‘Our natural environment is protected, restored, and enhanced’. The proposed work programme has been considered by the local board in a series of workshops from November 2022 to June 2023. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

52. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

53. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

54. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

55. Table 2 outlines the activities in the 2023/2024 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
Howick Stream Improvement Programme	Te reo Māori; Māori business, tourism and employment; kaitiakitanga; and realising rangatahi potential	The Ōtara Lake and Waterways Trust has identified a critical need to consult and engage with mana whenua in all aspects of the Trust’s work. The Trusts is currently participating in Auckland Council’s community advisory programme – of which engagement with mana whenua may be a focus area identified for the trust.
Industrial Pollution Prevention Programme – East Tāmaki	Kaitiakitanga	This programme was designed in collaboration with mana whenua in 2013. Mana Whenua have been sent invitations to be involved in the programme and to join contractor on-site visits, no involvement has taken place to date.
Pest Free Howick Ward	Kaitiakitanga	Part of the programme will continue to work with Ngāi Tai ki Tāmaki on Musick Point/Te Naupata. This site has significance to Ngāi Tai ki Tāmaki. They have expressed interest in carrying out work on this land. A bait station and a trap network set-up is being actively managed, along with targeted pest plant control programmes, which are supported by council staff.
Tāmaki Estuary Environmental Forum	Kaitiakitanga	A strategic focus for Tāmaki Estuary Environmental Forum is engaging with mana whenua to integrate overarching values and guiding principles that align and promote Te Ao Māori. This includes incorporating Te Reo Māori into educational materials produced for the forum.

56. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

57. The proposed environment work programme for 2023/2024 totals to $663,779 of the board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total budget for 2023/2024.

58. The proposed work programme also includes $1,058,000 in regionally funded asset-based services capital expenditure for the coastal renewals programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

59. If the proposed Infrastructure and Environmental Services Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year.

60. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

61. Table 3 shows the key risks associated with activities in the proposed 2023/2024 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name

Risk

Mitigation

Rating after mitigation

Construction Waste Enforcement and Leadership

There is a risk of lack of willingness by builders to engage with the programme.

There may also be issues with language barriers.

Consistent presence will raise the profile of problematic waste practices, and there have been high engagement in this programme in past financial years, therefore this is considered a love risk.

To mitigate this, brochure information has been translated and staff continue to work closely with the Chinese Conservation Education Trust

Low

Howick Stream Improvement Programme

Weather may not be suitable for planting events.

There is a risk of lack of uptake from the local community.

Staff will build contingency plans for adverse weather.

The Ōtara Lake and Waterways Trust have worked with the local community for many years, so this is considered a low risk.

Low

Industrial Pollution Prevention Programme – East Tāmaki

This programme is dependent on the businesses being willing to cooperate. Success is measured by the number of recommendations that have been implemented so a risk of no implementations does exist.

Enough businesses have been identified to ensure that there are sufficient businesses to engage with if not all are interested. There has been a high uptake from businesses in previous financial years.

Low

Pest Free Howick

There is a risk of being unable to obtain the right contractor.

There is a risk of community change in demand and values (for example no longer supporting the use of herbicide in their area).

A suitable contractor is currently engaged and able to continue and therefore this is considered low risk.

This can be mitigated by using alternatives if necessary

Low

Schools Waste Minimisation Programme

Change of staff or unavailability of contractor to continue programme.

A lack of school engagement, or commitment or change of staff may mean the programme is not delivered.

A suitable contractor is currently engaged and is able to continue and therefore this is considered low risk.

This is unlikely due to the relevance to the schools’ curriculum topics and the existing relationships council has with the schools in the area.

Low

Tāmaki Estuary Environmental Forum

This programme is dependent on the sourcing of a suitable contractor to coordinate the forum.

It is expected that the current coordinator will be able to continue in the role and staff are confident that other contractors would be available if necessary.

Low

The Clean Stream Watch programme relies on community engagement and input to be successful.

Individual leaders within the forum will be designated to oversee an area to actively engage the community to participate in monitoring activities to share ownership and responsibility of water quality results for their local area.

Medium

62. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

63. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2024. Activity progress will be reported to the local board on a quarterly basis.

64. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - HW Local Board IES Work Programme 23-24	33

Ngā kaihaina

Signatories

Author

Donna Carter - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

Approval of the 2023/2024 Howick Local Board Customer and Community Services work programme

File No.: CP2023/09158

Te take mō te pūrongo

Purpose of the report

1. To approve the 2023/2024 Howick Local Board Customer and Community Services work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2023/2024 Howick Local Board Customer and Community Services work programme for approval from the following departments:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

3. In addition, the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities Department work programme is presented for approval in principle.

4. To support the delivery of the local board’s outcomes and aspirations highlighted in the Howick Local Board Plan 2020, Customer and Community Services presents a work programme for local board approval each financial year.

5. The work programme details the activities to be delivered by departments within the Customer and Community Services directorate.

6. The work programme has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops, held between May and June 2023.

7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8. Within the Customer and Community Services work programme, the Parks and Community Facilities Department has identified several projects for the 2024/2025 and 2025/2026 financial years as part of the Risk Adjusted Programme (RAP).

9. Approval is sought for the planning and design of the RAP projects to commence during the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered, face higher costs or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets subject to approval by the Planning, Environment and Parks Committee, including Slips Prevention, Local Parks and Sports Field Development budgets. The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. The work programme includes references to the recently approved 2023/2024 Annual Budget decisions, and where relevant, the potential options for the provision of Early Childhood Education (ECE) services.

12. There is a widening shortfall between council revenue and expenditure which has been driven, in part, by the growing range of assets and services provided for Aucklanders, including the investment in infrastructure to address the region’s growth.

13. Furthermore, revenue has been impacted by changing customer behaviours, in part due to the COVID-19 pandemic. Operating and capital costs have increased due to inflationary pressures impacting staff, construction costs, interest and depreciation charges. The 2023 extreme weather events have also impacted both revenues and asset costs. These costs are greater as a result of council’s large and diverse asset base.

14. This has meant a rise in the costs of investing in, maintaining and operation of council’s assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

15. Auckland Council is facing financial challenges, requiring the need to overcome a forecast budget shortfall of $375 million for the 2023/2024 financial year.

16. Local Boards have a distinct opportunity to help guide decisions and improve council’s financial sustainability, particularly following the 2021 approval to increase local board decision making to include most local community services, as a part of the Governance Framework Review (GFR).

17. In response to changing community needs, local boards are able to improve their revenue through various means including fees, charges and commercial lease arrangements. They can also reduce costs by prioritising or modifying services to help achieve the best community outcomes. Furthermore, to manage high and growing operating and capital expenditure, local boards can divest, consolidate and reprioritise council’s local board asset base.

18. Auckland Council and its local boards also have important statutory obligations with respect to Te Tiriti o Waitangi – The Treaty of Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

19. Once approved in July 2023, the local board will receive quarterly progress updates on the delivery of the 2023/2024 work programme.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) approve the 2023/2024 Customer and Community Services work programme and its associated budget (Attachment A to the agenda report).

b) approve in principle the 2024/2025 and 2025/2026 Customer and Community Services – Parks and Community Facilities only work programme (Attachment A to the agenda report).

c) approve the Risk Adjusted Programme projects identified in the 2023/2024 Customer and Community Services work programme (Attachment A to the agenda report).

d) provide feedback for consideration by the Planning, Environment and Parks Committee on projects funded from the Slips Prevention, Local Parks and Sports Field Development budgets (Attachment C to the agenda report).

e) note that funding for the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development budgets is subject to approval by the Planning, Environment and Parks Committee.

Horopaki

Context

20. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

Diagram

Description automatically generated

21. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2023/2024 Customer and Community Services work programme, in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.

22. Work programme activities align to the following 2020 Local Board Plan outcomes:

· Outcome 1 - People in our communities feel safe, engaged and connected

· Outcome 2 - Well-planned public spaces that support active, healthy and sustainable lifestyles

· Outcome 3 - Heritage, local arts and cultural diversity are valued

· Outcome 4 - Our natural environment is protected, restored and enhanced

23. Development of the work programme is based on consideration of community needs and priorities, availability of resources and funding, Treaty of Waitangi obligations, external partnerships and risk assessment.

24. The Annual Budget for the 2023/2024 financial year included the consideration of a savings target that required the reprioritisation of activities by the local boards. This realignment resulted in some activities being stopped, changed or reduced to contribute toward the required savings.

25. The Customer and Community Services directorate provides a wide range of services, facilities, open spaces and information that support communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.

26. Development of the work programme follows an integrated approach to planning activities through collaboration with the Infrastructure and Environmental Services Directorate and the following departments of the Customer and Community Services Directorate:

· Active Communities

· Connected Communities

· Community and Social Innovation

· Parks and Community Facilities

· Regional Services and Strategy

Tātaritanga me ngā tohutohu

Analysis and advice

27. The work programme demonstrates the phasing of programme and project delivery for the 2023/2024 financial year.

28. Delivery of the work programme commences from 1 July 2023, and in some cases comprises a continuation of implementation from previous financial years, including annually occurring events or projects and ongoing programmes.

29. Table one summarises the approval status required for the three financial years presented within the work programme.

Table one: Customer and Community Services local board work programme approvals

Department	2023/2024	2024/2025	2025/2026
Parks and Community Facilities	Approve	Approve in principle	Approve in principle
All other Customer and Community Services departments	Approve	N/A	N/A

30. Parks and Community Facilities presents a three-year rolling work programme so that delivery and financial commitments against the capital works programme can be planned.

31. Approval of unique multi-year projects, particularly capital works, in the 2023/2024 work programme may lead to contractual commitments to the future budget needed to complete the project in 2024/2025 or 2025/2026.

32. The remainder of Customer and Community Services presents the work programme in descending three-year increments and are therefore only presenting year three of the three-year work programme.

33. The local board will formally be updated by staff on the delivery of the programme by way of quarterly performance reports. Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Proposed amendments to the 2023/2024 work programme

34. The local board approved the 2022/2023 Customer and Community Services work programme in June 2022, and approved in principle the 2023/2024 work programme. The 2024/2025 Customer and Community Services – Parks and Community Facilities work programme was also approved in principle at this time.

35. The 2023/2024 work programme contains variations to the version that was approved in principle last year. These include the addition of new activities, changes to existing activities, such as required budget allocation and delivery timeframes, and identifies some activities that have been stopped.

36. Table two highlights the new activities in the work programme:

Table two: Work programme activities that are new

ID	Activity name	Lead department	Budget
3945	Operational Grant Eastern Stars Band	CCS: Connected Communities – Community Delivery	5,000
3958	Local crime prevention fund, safety initiatives investment Howick	CCS: Connected Communities – Community Delivery	81,718
40322	Howick - remediate 2023 storm and cyclone damaged assets	CCS: Parks and Community Facilities – Project Delivery	$20,000
31832	Howick - renew built spaces 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$30,000
31837	Howick - renew carparks and roading 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$50,000
31833	Howick - renew play space and active recreation 2022/2023 to 2026/2027	CCS: Parks and Community Facilities – Project Delivery	$30,000
36484	Howick - renew signage - Te Kete Rukuruku - Māori naming of parks and places 2022/2023 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$20,000
31835	Howick - renew sport field and related assets 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$80,000
31836	Howick - renew toilets and changing rooms 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$30,000
31834	Howick - renew walkways and pathways 2023/2024 to 2025/2026	CCS: Parks and Community Facilities – Project Delivery	$20,000
37343	Stevenson Reserve - relocation of flagpole from 34 Moore Street	CCS: Parks and Community Facilities – Project Delivery	$25,000

37. Table three highlights the activities that were approved in principle in June 2022 but have stopped, or proposed activities that did not start, and are therefore not included in the 2023/2024 work programme:

Table three: Work programme activities that have been removed from the work programme

Previous ID	Activity name	Lead department
203	Capacity Building	CCS: Connected Communities – Community Delivery
214	Local civic events Howick	CCS: RSS – Events
218	Local Advertising Howick	CCS: Connected Communities – Community Delivery
1428	Howick Celebrated Citizens	CCS: RSS – Events
1446	CFWD: Lloyd Elsmore Park Multisport Facility	CCS: Active Communities – Sport and Recreation
3837	Howick – relocate modular wheel play assets	CCS: PCF – Project Delivery
1312	Howick Leisure Centre – Investigate indoor active recreation needs in Howick and their implications for Howick Leisure Centre	CCS: RSS – Service and Asset Planning

Financial impacts and constraints

38. A widening shortfall between council revenue and expenditure has been driven, in part, by the growing range of assets and services provided for Aucklanders. This has included investment in infrastructure to address the city’s growth.

39. This has meant a rise in the costs of investing in, maintaining and operation of those assets and services. Additional funding pressure has come from the need to put aside money to fund future asset replacement.

40. This situation has been worsened by ongoing broad economic factors such as rising inflation, higher interest rates, supply chain difficulties and a labour market squeeze, as well as the COVID-19 pandemic impacts for the past couple of years. Recent storm events and the associated repairs make overcoming the budget shortfall even harder.

41. Over the past year, economic conditions have been exceptionally challenging. The change in New Zealand’s inflation rate has been surprising, with the consumer price index rising from less than two per cent to more than seven per cent in a year.

42. In response to the $375 million budget shortfall, a mix of solutions that include operating cost reductions was proposed in the Annual Budget for 2023/2024. This includes a total reduction in local board operating funding of $4 million.

43. This represents approximately one per cent of the total budget that the local boards oversee. Local boards may choose to reduce their allocated funding for locally driven initiatives operating expenditure, as these projects are discretionary.

44. Alternatively, local boards could consider reductions to the asset-based services budgets through changes in levels of service, e.g. reduced facility opening hours.

45. Individual reduction targets for local boards have been allocated based on the Local Board Funding Policy.

Māori Outcomes

46. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

47. Auckland Council has important statutory obligations with respect to Te Tiriti o Waitangi. Honouring Te Tiriti o Waitangi and supporting Māori outcomes is implicit within the entire work programme.

48. A thriving Māori identity is Auckland’s point of difference in the world. It advances prosperity for Māori and benefits all Aucklanders.

49. The local boards recognise the importance of building meaningful relationships with mana whenua, mataawaka and whānau, and understanding Māori aspirations.

50. Table four shows the outcomes, objectives and key initiatives from the local board plan that recognise these areas of common interest.

Table four: Local board plan Māori outcomes, objectives and initiatives

Outcomes	Objectives	Initiatives
People in our communities feel safe, engaged and connected	· People actively contribute to their community. · Build and maintain mutually beneficial relationships with Māori. · Rangatahi /Youth in Howick have a voice, are valued, and contribute.	· Identify and support a network of representative community groups, building their capacity to successfully serve their communities. · Empower community groups to co-deliver projects with Auckland Council, and to take action to protect and maintain community assets. · Fund activities that bring diverse communities together and support volunteering. · Prioritise support for new communities to enhance social connectedness, safety, self-expression and learning (e.g. in Flat Bush and Ormiston). · Strengthen relationships with mana whenua and mataawaka, in order to increase Māori input into decision-making and support participation in local government. · Work together with mana whenua and mataawaka to identify and progress joint aspirations and priorities in our area. · Continue to support the work of the Howick Youth Council.
Well-planned public spaces that support active, healthy and sustainable lifestyles	· Parks, open spaces and coastal areas support a wide variety of recreational activities. · Sports and recreational opportunities respond to the needs of our communities.	· Investigate the creation of a ‘destination’ play space for East Auckland. · Establish dog exercise areas and infrastructure in the East Auckland area. · Explore improving water access, increasing water-based activities, and making better use of our beaches. · Provide facilities and activities across our parks network to suit people of every demographic and ability. · Partner with local sports clubs to continue to investigate a multi-club and code facility at Lloyd Elsmore Park. · Explore ways to assist local sports clubs to improve sharing and utilisation of existing facilities. · Review provision of indoor facilities for emerging sports.
Heritage, local arts and cultural diversity are valued	· Enable people to engage with local history, and share their diverse cultures.	· Progress actions from the Howick Heritage Plan. · Develop public gardens with our ethnic communities that reflect their culture and aesthetic preferences. · Māori culture, language, art and stories are incorporated into the design of public spaces.

51. There is a wide range of activity occurring across Tāmaki Makaurau to advance Māori outcomes. Much of this is led by mana whenua and Māori organisations, as well government organisations, non-government organisations and businesses.

52. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

53. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations that Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have expressed to council.

54. The work programme includes activities that have an objective to deliver outcomes for and with Māori. Attachment B sets out the activities in the work programme that aim to achieve high Māori outcomes in one or more of the strategic priority areas.

55. Table five shows the strategic priority areas and alignment to Kia Ora Tāmaki Makaurau outcomes.

Table five: Local board work programme Māori outcome areas

Strategic priority area	Kia Ora Tāmaki Makaurau outcome
Kaitiakitanga	Kia Ora te Taiao
Māori business, tourism and employment	Kia Ora te Umanga
Māori identity and culture	Kia Ora te Ahurea
Marae development	Kia Ora te Marae
Papakāinga and Māori housing	Kia Ora te Kāinga
Realising rangatahi potential	Kia Ora te Rangatahi
Te reo Māori	Kia Ora te Reo
Effective Māori participation	Kia Ora te Hononga
Whānau and tamariki wellbeing	Kia Ora te Whānau

56. The Customer and Community Services directorate lead or contribute to programmes that align with all outcomes. Particular priorities are Kia Ora te Marae, Kia Ora te Whānau and Kia Ora te Reo.

57. In the current environment there is increasing focus on Kia Ora te Umunga / Māori Business, Tourism and Employment and the role that the council can play, not only in supporting economic recovery, but in a thriving Māori economy.

58. Kia Ora te Ahurea / Māori Identity and Culture is often a focus for local boards, as events and place-based design often plays an important part in many local programmes.

Work programme budget types and purpose

59. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

60. Table six outlines the different budget types and their purpose in funding the work programme.

Table six: Work programme budget types and purpose

Budget type	Description of budget purpose
Locally Driven Initiatives (LDI)	A development fund used to advance local operational and capital activities at the discretion of the local board
Asset Based Services (ABS)	Allocated to deliver local activities based on decisions regarding region-wide service levels, including allocation of funds for local asset-based services, grants and staff time to deliver activities
Local renewals	A fund dedicated to the partial renewal or full replacement of assets including those in local parks and community facilities
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces, including developing newly acquired land into parks, and existing open space to increase capacity to cater for growing population needs
Coastal	A regional fund for the renewal of Auckland’s significant coastal assets, such as seawalls, wharves and pontoons
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas, including compensation funding from other agencies for land acquisitions required for major projects
One Local Initiative (OLI)	Funds allocated to a local board priority project in alignment with the Long-term Plan 2018-2028
Long-term Plan discrete	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure
Kauri Dieback Funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards
External funding	Budget from external parties, not yet received and held by Customer and Community Services

Capital projects and budgets

61. The capital projects to be delivered in the Howick Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

62. The budgets associated with the capital works programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

Risk Adjusted Programme

63. The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total budget is delivered.

64. Several capital projects in the 2024/2025 and 2025/2026 work programme have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.

65. Local board approval is sought for the commencement of these projects in the 2023/2024 financial year, so that they can be prioritised if other, already approved projects, cannot be delivered or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

66. Some activities from the Slips Prevention and Local Parks and Sports Field Development (growth) budgets are funded regionally and will be presented to the Planning, Environment and Parks Committee for approval after 30 June 2023.

67. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope, and budget. These activities are therefore included in the work programme.

68. The local board can provide feedback on the activities outlined in Attachment C. Staff will present this feedback to the Planning, Environment and Parks Committee when they consider regionally funded activities.

Process for changes to the approved work programme

69. Some projects in the work programme require further local board decisions as they progress through the delivery process.

70. Where further decisions are anticipated they have been indicated in the work programme. Decisions will be sought as required through local board business meetings.

71. In response to more detailed design and costing information, community consultation, consenting requirements and similar factors, amendments to the work programme or specific projects may also be required as projects progress.

72. Amendments to the work programme or specific projects will be managed in accordance with the established local board delegations to staff.

73. The work programme includes community leases. Lease renewals without variations will be processed by way of a memo, in accordance with agreed delegations.

74. Should the local board signal their intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

75. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

76. As Customer and Community Services is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

77. In providing asset-based services, Customer and Community Services contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

78. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

79. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

80. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes the transitioning of unproductive farmland on regional parks to permanent native forest and delivering ecological restoration projects with community groups.

81. Recent significant weather events have influenced criteria for renewing assets. Each renewal project will be assessed for flood plain impacts, as well as any new known consequences council has experienced due to the weather.

82. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies, including asset management plans and local board plans.

83. As approved through the 10-year Budget 2021-2031, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to digital service models or the consolidation of services into a smaller footprint.

84. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

85. The activities in the Howick Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

86. Types of activities in the work programme that will have positive impacts on emissions and improve community resilience to climate change, include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

87. The Customer and Community Services work programme was developed collaboratively by staff from the directorate’s departments and Local Board Services, to ensure that the activities and delivery of the work programme are integrated, complementary, and reflect council wide priorities.

88. Development of the work programme also follows a cooperative approach to planning activities through association with other directorates like the Infrastructure and Environmental Services Directorate.

89. Examples of collaboration on delivery are the kauri dieback programme which is delivered by the Parks and Community Facilities and the Infrastructure and Environmental Services directorate, as well as pathway connections funded by Auckland Transport but delivered by Parks and Community Facilities.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

90. The feedback received from the local board through a series of workshops in May and June 2023 has informed the proposed Customer and Community Services work programme.

91. A focus area of the work programme is to respond to local board aspirations through consideration of the local board plans. The work programmes consider communities of greatest need and the building of capacity within those communities through community-led delivery and partnerships.

92. Planning and delivery of some activities involves consultation with the community to ensure that their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

93. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

94. Attachment B shows local board projects or programmes that are ranked as delivering ‘high or moderate’ Māori outcomes. They involve ongoing collaboration with Māori or are delivered by Māori.

95. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.

96. It is recognised that engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.

97. Further information about the response to Māori aspirations as described in the work programme, is captured in the Analysis and Advice section.

Ngā ritenga ā-pūtea

Financial implications

98. Each activity line has a budget allocation in one or more of the financial years e.g. 2023/2024, 2024/2025 and 2025/2026. Where activity lines show a zero-dollar operating expense (opex) budget, this reflects implementation costs met through staff salary or other funding sources.

99. The 2023/2024 activities recommended for local board approval can be accommodated within 2023/2024 budgets and staff resources.

100. The budgets allocated to activities in the financial years 2024/2025 and 2025/2026 in the Parks and Community Facilities budgets are indicative, and are subject to change due to any increased costs, inflation or reduction to the overall available annual council budget that may occur.

101. Table seven summarises the budget sources and allocation for each work programme financial year.

Table seven: Howick Local Board budget allocation

Local budgets	2023/2024 (approve)	2024/2025 (approve in principle Parks & Community Facilities only)	2025/2026 (approve in principle Parks & Community Facilities only)
Operational (Opex): Locally Driven Initiatives (LDI)	1,449,347	0	0
Opex: Asset Based Services (ABS)	28,180,155	0	0
Capital (Capex): Local Asset Renewals - Budget (ABS)	3,177,842	5,581,642	4,351,076
Capex: Local Asset Renewals - Proposed Allocation (ABS)	*1,975,337*	*5,581,642*	*4,351,076*
Advanced Delivery RAP*	1,202,505
Capex: Local Asset Renewals - Unallocated budget (ABS)	0	0	0
Capex: Locally Driven Initiatives (LDI) – Budget	275,000	478,282	1,542,479
Capex: Locally Driven Initiatives (LDI) - Proposed Allocation	117,568	200,000	1,180,000
Advanced Delivery RAP*	58,275
Capex: Locally Driven Initiatives (LDI) - Unallocated budget	99,156	278,282	362,479
Capex: Growth projects Allocation	0	0	350,000
Capex: Coastal projects Allocation	0	0	0
Capex: Slips Prevention projects Allocation	264,800	135,000	0
Capex: Specific Purpose Funding - Allocation	0	0	0
Capex: One Local Initiative	0	0	1,000,000
Capex: Long-term Plan discrete	0	247,396	1,174,843
Capex: Natural Environment Targeted Rate	0	0	0
Capex: External Funding Allocation	286,358	0	0
TOTAL ALLOCATIONS	2,664,064	6,164,038	8,055,919

* See paragraphs 63 to 65 for RAP explanation

102. The budgets are based on the allocations in the Long-term Plan 2021-2031. Budgets are subject to change during council’s Annual Budget and future long-term plan processes. Where decisions on the Annual Budget result in budget reductions, the work programme will need to be amended to align to these budgets via future decisions of the local board.

103. During delivery of the 2023/2024 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

104. The most significant risk is that delivery of the Customer and Community Services work programme is dependent on the local board approving the work programme by 20 July 2023. Approval of the work programme later into the financial year will result in delays to delivery.

105. The majority of operational (opex) activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

106. Storm recovery investigation work is still in progress. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local boards.

107. There are constraints with accessing geotechnical reports and assessing the asset need and location. Consideration also needs to be given to long term flood impacts. Insurance proceeds need to be understood and will, in part, reduce the liability of recovery. Unfortunately, the many insurance claims will take time to assess and process.

108. Table eight outlines the key risks and mitigations associated with the work programme once it has been approved.

Table eight: risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further COVID-19 outbreaks, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further COVID-19 outbreaks for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the 2022/2023 financial year. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts, however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

109. Delivery of the Customer and Community Service work programme is scheduled to start on 21 July 2023 and continue until 30 June 2024.

110. Regionally funded projects are an exception and will commence after they have been approved by the Planning, Environment and Parks Committee in August 2023.

111. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2023.

112. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Customer and Community Services Work Programme 2023-2024	55
b ⇩	Māori Outcomes	85
c ⇩	Regional Projects	99
d ⇩	Climate Impacts	101

Ngā kaihaina

Signatories

Author

Justine Haves - General Manager Regional Services & Strategy

Mirla Edmundson - General Manager Connected Communities

Dave Stewart - General Manager Active Communities

Taryn Crewe - General Manager Parks and Community Facilities

Tania Pouwhare - General Manager Community & Social Innovation

Authorisers

Claudia Wyss - Director Customer and Community Services

Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

Council-controlled organisation update on work programme items (Apr-Jun 2023) and expected milestones (Jul-Sep 2023)

File No.: CP2023/08469

Te take mō te pūrongo

Purpose of the report

1. To provide the Howick Local Board with a council-controlled organisation (CCO) update on the work programme (Apr-Jun 2023) and expected milestones and engagement approaches in its area for Quarter One (Jul-Sep 2023).

Whakarāpopototanga matua

Executive summary

2. The 2022/2023 CCO Local Board Joint Engagement Plans were adopted in June 2022. These plans record CCO responsibilities and local board commitments with Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland and Watercare.

3. Local boards and CCOs were expected to review the joint engagement plans (CCO responsibilities and local board commitments) in June 2023. Due to annual budget impacts and CCO staff restructures, this review is now recommended to occur in September 2023.

4. CCOs provide local boards with the CCO work programme in their area. Each work programme item lists the engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

5. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

6. As per the 2022/2023 CCO Local Board Joint Engagement Plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

7. CCOs and local boards workshop the CCO work programme and engagement approach regularly to identify and maximise opportunities for good community outcomes within the local board area.

8. This report provides a formal update on the CCO work programme items from April to June 2023 and the engagement approach and anticipated milestones for Quarter One (Jul-Sep 2023).

9. The Howick Local Board will receive the next update in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones and engagement approaches for work in Quarter Two (Oct-Dec 2023).

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whiwhi / receive the council-controlled organisation update on the work programme (Apr-Jun 2023) and anticipated milestones and engagement approaches for Quarter One (Jul-Sep 2023).

Horopaki

Context

What are CCO Local Board Joint Engagement Plans?

10. The 2020 Review of Auckland Council’s council-controlled organisations recommended that CCOs and local boards adopt an engagement plan to:

· help cement CCO and local board relations

· agree on a common understanding of accountability between CCOs and local boards

· coordinate CCO actions better at the local level.

11. These plans record the commitment between Auckland Transport, Tātaki Auckland Unlimited, Eke Panuku Development Auckland, Watercare and the local boards to work together.

12. Each local board adopted their 2022/2023 CCO Local Board Joint Engagement Plans in June 2022. These plans include CCO responsibilities and local board commitments.

13. This report does not update the CCO responsibilities and local board commitments. Local boards were expected to revise their engagement plans in June 2023. Due to annual budget impacts and CCO staff restructures, this is now recommended to occur in September 2023.

What are the CCO work programme items?

14. CCOs provide local boards with a work programme that lists the different CCO projects happening in the local board area.

15. The work programme is not a full list of projects in the Howick Local Board area. It includes work programme items for engagement purposes. Providing local boards with the CCO work programme addresses the 2020 CCO Review’s recommendation to coordinate CCO actions better at the local level.

16. As per the joint engagement plans:

· CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area

· Local boards advise CCOs of issues or projects of significance, to communicate the interests and preferences of their communities and to allow for flexibility in terms of engagement, recognising differing levels of interest.

17. Each work programme item records an engagement approach with the local board, activity status, updates and milestones anticipated for the next quarter.

18. The CCO work programme is intended to be reported through a local board business meeting quarterly for clarity and transparency. These updates may include the following types of changes:

· new work programme items and proposed engagement level

· changes to the engagement approach with the local board

· updates to status or anticipated milestones during the next quarter.

19. The work programme and engagement approach are workshopped regularly between CCOs and local boards to identify and maximise opportunities for good community outcomes within the local board area.

20. The engagement approach is based on the International Association for Public Participation (IAP2) standards which are provided in Table 1 below. Note that the “involve” and “empower” categories are not included in the CCO reporting as decided when the joint engagement plans were adopted.

Table 1: International Association for Public Participation (IAP2) Engagement Approach Levels

CCO engagement approach	Commitment to local boards
Inform	CCOs will keep local boards informed.
Consult	CCOs will keep local boards informed, listen to and acknowledge concerns and aspirations, and provide feedback on how local board input influenced the decision. CCOs will seek local board feedback on drafts and proposals.
Collaborate	CCOs will work together with local boards to formulate solutions and incorporate their advice and recommendations into the decisions to the maximum extent possible.

21. Local boards received the last update to the CCO work programme and engagement approach in April 2023.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The following sections list changes since April 2023 to the CCO work programme for any:

· completed work programme items

· new work programme items

· changes to engagement levels.

23. More detailed updates to the CCO work programme are provided in Attachments A-D.

24. Auckland Transport work programme items are provided in Attachment A.

25. Tātaki Auckland Unlimited’s work programme items are provided in Attachment B.

26. Eke Panuku’s work programme items are provided in Attachment C.

27. Watercare’s work programme items are provided in Attachment D.

Tauākī whakaaweawe āhuarangi

Climate impact statement

28. This report does not have a direct impact on climate, however the projects it refers to will.

29. Each CCO must work within Te Tāruke-ā-Tāwhiri: Auckland's Climate Action Framework. Information on climate impacts will be provided to local boards on a project or programme basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30. Local boards advise CCOs of issues or projects of significance, communicate the interests and preferences of their communities and allow for flexibility in terms of engagement, recognising differing levels of interest.

31. The joint engagement plans and work programme items are shared with the integration teams that implement local board work programmes and give council staff greater ongoing visibility of CCO work programmes.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

32. This report on the CCO work programme items ensures the communication of clear, up-to-date information from CCOs to local boards on projects in their area.

33. As per the joint engagement plan, CCOs, when creating their work programme, consider the priorities identified in the local board plan and any relevant strategies or policies specific to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

34. This report does not have a direct impact on Māori, however the projects it refers to will.

35. Local boards and CCOs provide opportunities for Māori to contribute to their decision-making processes. These opportunities will be worked on a project or programme basis.

Ngā ritenga ā-pūtea

Financial implications

36. This report does not have financial impacts on local boards.

37. Any financial implications or opportunities will be provided to local boards on a project or programme basis.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. Some local boards expressed concern over the quality of CCO work programme reporting in April 2023 and provided views on requiring more regular engagement with CCOs. All local board resolutions in April 2023 were sent to the relative CCO staff for their consideration.

39. If local boards prefer a more formal commitment for workshops with their CCOs, this arrangement can be addressed through revision of the next CCO joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā koringa ā-muri

Next steps

40. The local board will receive the next CCO work programme report in October 2023 which will include an update on projects from Quarter One (Jul-Sep 2023) and expected milestones for work in Quarter Two (Oct-Dec 2023).

41. CCOs and local boards will have an opportunity to workshop the CCO forward work programme through August and September before the next report in October 2023.

42. CCOs and local boards are expected to revise their next joint engagement plans (CCO responsibilities and local board commitments) in September 2023.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 July 2023 - Howick Local Board - Auckland Transport Forward Works Programme Items	117
b ⇩	20 July 2023 - Howick Local Board - Tātaki Auckland Unlimited Forward Works Programme Items	141
c ⇩	20 July 2023 - Howick Local Board - Eke Panuku Forward Works Programme Items	149
d ⇩	20 July 2023 - Howick Local Board - Watercare Forward Works Programme Items	151

Ngā kaihaina

Signatories

Author	Maclean Grindell - Senior Local Board Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

Howick Local Board Shade/Shelter Provision Assessment

File No.: CP2023/08528

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Howick Shade and Shelter Provision Assessment 2023 (Attachment A)

Whakarāpopototanga matua

Executive summary

2. The Howick Local Board allocated $10,000 of Locally Driven Initiatives (LDI) funding in the FY2022/2023 work programme to carry out a Shade Provision Assessment. The assessment looks at how to improve shade provision through tree planning (through the Urban Ngahere Strategy) and constructed shade. It focuses on well-used park and those with playspaces.

3. The investigation involved the mapping and analysis of current provision and identifying opportunities for future investment. It considered provision principles (why to invest) and network opportunities (how/where to invest) as well as design principles.

4. From a service perspective, the principal area of study was the provision of shade for playspaces, with additional consideration given to gathering or spectator spaces close to selected sports fields.

5. Natural shade, achieved by tree planting, is the assessment’s recommended option for the majority of the surveyed parks and playspaces. These recommendations align with those of the Howick Urban Ngahere Action Plan. This is also consistent with the council’s current financial direction, and the opportunity to enhance the local board’s urban ngahere.

6. Options provided in the draft assessment are a starting point for discussion with the local board and community and a suggested prioritisation of investment across the network. These are high-level and will require further assessment from work program leads to fully understand individual site opportunities and constraints.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) adopt the Howick Shade & Shelter Provision Assessment 2023 (Attachment A).

Horopaki

Context

8. The Howick Local Board allocated $10,000 of Locally Driven Initiatives (LDI) funding in the FY2022/2023 work programme to carry out a Shade Provision Assessment. The assessment looks at how to improve shade provision through tree planting (as part of the Urban Ngahere Strategy) and constructed shade. It focuses on well-used parks and those with playspaces.

9. Howick Local Board area has over 300 parks and 70 playspaces which provide a range of formal and informal recreation and sporting activities for the local community and visitors. Shade provides respite from the sun, benefitting park users with a cooler and more comfortable climate that enhances their park experience and length of stay, especially in the warmer months.

10. The Howick Open Space Network Plan highlights the importance of shade in the local area’s parks given the high levels of ultraviolet exposure in New Zealand. The importance of shade to park users was further highlighted in the Howick Playground Mapping: Analysis and Advice Document [2021], with 62% of respondents believing that “shade adds to the play experience”.

11. Shade provision can be enhanced naturally by trees, demountable shade sails/shelters and/or permanent built structures. Natural shade is the preferred option as it contributes to Auckland’s urban Ngahere, aligns with the board’s vision to achieve a 3% increase of tree canopy cover by 2030, and 30% by 2050, and is cost-effective.

12. The provision assessment is a network assessment which considers provision principles (why to invest) and network opportunities (how/where to invest) as well as design principles.

13. The key service provision principles fundamental to the assessment are aligned to three categories:

Shade for playspaces	Shade for other recreational facilities	Significant shelters
Encourage personal/parental responsibility for protection from UVR	Encourage personal/parental responsibility for protection from UVR	In order to maximise use of any built shelter, encourage formal programming/booking by Council and/or community groups
Where possible locate new or upgraded play spaces where existing trees provide shade during summer peak UVR exposure hours	Where possible locate new facilities such as seating, picnic areas, BBQs, skateparks, basketball half courts and interpretive signage where existing trees provide shade during summer peak UVR exposure hours	As budgets allow, consider smaller permanent shelter structures in locations that have the following characteristics: · a high level of use · an average duration of use of one hour or greater · provision of shelter from sun and rain would significantly enhance recreational use
Establish new large-grade trees at existing, upgraded or new play spaces that will provide shade during summer peak UVR exposure hours for play equipment and caregiver seating	Where shade rather than shelter from wind or rain is required, prioritise the establishment of new large-grade trees that will provide shade during summer peak UVR exposure hours	Work with local schools that have weatherproof covered outdoor recreation areas to facilitate shared use outside school hours
Consider providing permanent or demountable built shade in addition to trees at destination play spaces where families typically stay for more than one hour	Prioritise providing shade for informal recreation areas that are used continuously for an extended period and/or where use would be significantly enhanced by providing shade. These may include seating and picnic areas, BBQ areas, resting areas on shared paths/greenways, skateparks (particularly waiting or seating areas), spectator areas at sports facilities and outdoor areas for active recreation or events
Prioritise shade provision for passive play areas and caregiver seating/picnic tables over active play areas	Where shade rather than shelter from wind or rain is required, prioritise the establishment of new large-grade trees that will provide shade during summer peak UVR exposure hours
Where appropriate, use play structure design to provide shade within play spaces	Consider providing permanent or demountable built shade in locations that have the following characteristics: · a high level of use by children and adolescents · an average duration of use of one hour or greater · provision of natural shade is not feasible · provision of shade would significantly enhance recreational use
Minimise reflective UVR exposure by using non-reflective textured materials in and around play spaces	Provide temporary shade structures at council-organised community events if there is insufficient existing shade

Tātaritanga me ngā tohutohu

Analysis and advice

14. Compared with central Auckland, the Howick Local Board area has a good level of open space provision and a relatively high density of playspaces. Many of the parks with playspaces, particularly those in more established residential areas, have mature trees that provide shade. However, the trees often do not shade the play space during the peak UVR exposure hours of 11am to 4pm during the summer months because of their size and location.

15. Planting of additional large grade trees is recommended for most of the park facilities that are currently lacking shade, and these recommendations align with those of the Howick Urban Ngahere Action Plan (2021).

16. Guided by Auckland’s Urban Ngahere Strategy, the use of fast-growing species (achieving a height of 5 metres within 3-5 years of planting) are recommended to ensure shade provision is achieved as quickly as possible.

17. The general preference for tree planting over shade structures is driven both by cost and the multiple additional benefits that trees provide in terms of landscape, ecology and climate change mitigation.

18. Through existing funding streams that include Climate Action Targeted Rate (CATR) and Long-Term Plan (LTP) – Ngahere Programme tree planting budgets, approximately 150 trees can be planted to achieve identified shade assessment outcomes per year in the Howick local board area.

19. If the local board wanted to increase this annual level of planting, this could be delivered at a cost of approximately $860 per specimen tree. This includes tree purchase ($125), labour ($226), hardware ($108) and two years of aftercare maintenance and watering ($401).

20. There are very few permanent built shelters and demountable shade sails in the open spaces and over playspaces.

21. Demountable shade sails are recommended for Lloyd Elsmore Park (playspace adjacent to the pool and leisure centre) and William Green Domain, as both playspaces currently have no shade provision, and the provision of natural shade is difficult to achieve.

22. Permanent built shelter for picnic/BBQ areas is recommended for Barry Curtis Park. Should the local board wish to invest in more built shelter or demountable shade sails for picnics, recreational activities and events, the principals within this assessment can be used for site selection.

23. Any significant permanent built shelters should be co-located in suburb parks with other existing facilities, accommodate multiple uses, and ideally be programmed to maximise their use.

24. While the majority of playgrounds in the board area contain elements of shade, it is rarely provided at a level where an entire playground is covered during all day light hours. For this reason, the protection from UVR exposure should prioritise personal/parental responsibility first, including use of sunblock and protective clothing.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25. Adequate shade provision, either natural or constructed, helps alleviate the negative environmental impacts of climate change and the heat island effect (the amount of heat absorbed and held by the surface in urban areas).

26. The benefits of shade are linked to positive health and environmental outcomes and shade provision should be improved at any opportunity.

27. Increased temperatures and UV levels have a direct effect on community activity within local park areas. Shade development and renewal programmes planned by local boards should be supported now and into the future.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

28. The Howick Shade & Shelter Provision Assessment work will enable the board to programme future investment in shade through informed decision making on shade development and relevance of provision from a network perspective.

29. The board area is undergoing significant housing change which will result in increased growth over the next ten years. The requirement for provision of shade remains relevant and is a consistent subject in customer enquiries at the most popular parks and reserves.

30. Internally, the analysis work will be the guiding document used by Parks & Community Facilities (P&CF) linked to development of new shade provision and shade renewal within Howick. The information provided within the Howick Shade & Shelter Provision Assessment will ensure a holistic understanding of the relationships between current shade provision and distribution.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

31. The Howick Shade & Shelter Provision Assessment provides the board with accurate information on current shade provision across the parks and reserves with playspaces and identifies where improvements can be made to the shade provision in support of this growing community need.

32. The assessment can guide board advocacy to the Governing Body and developers on the importance of providing increased investment in reserve and playspace development which includes the provision of shade.

33. The Howick Shade & Shelter Provision Assessment will help to meet the relevant objectives and key initiatives set out in the local board plan:

· Community facilities, spaces and activities enable people to participate, learn and grow

o provide additional street and park furniture and covered spaces in emerging communities.

· Our large natural areas are enhanced and protected

o improve the overall tree canopy cover of the local board area through ongoing annual tree planting programmes to help improve the number and quality of trees on lack parks and along streets.

34. The draft provision assessment was workshopped with the board in March 2023. Feedback from the workshop included a request for a list of parks where demountable shade sails could be constructed should the funds become available. However, it is recommended that when these funds become available, the board refer to the principals within this assessment and workshop the preferred location on a case-by-case basis.

Tauākī whakaaweawe Māori

Māori impact statement

35. Mana whenua will be engaged to provide design input into any built shade structures in the board area.

Ngā ritenga ā-pūtea

Financial implications

36. Natural shade, achieved by tree planting, is the assessment’s recommended option for the majority of the surveyed parks and playspaces. This is consistent with the council’s current financial direction, and the opportunity to enhance the local board’s urban ngahere.

37. Through existing funding streams that include Climate Action Targeted Rate (CATR) and Long-Term Plan (LTP) – Ngahere Programme tree planting budgets, approximately 150 trees can be planted per year to achieve identified shade assessment outcomes in the Howick local board area.

38. If the local board wanted to increase this annual level of planting, this could be delivered at a cost of approximately $860 per specimen tree.

39. Demountable shade sails over a medium sized play space cost approximately $35,000 to $50,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. The protection from UVR is ultimately the responsibility of the park user or relevant caregiver but a baseline of shade provision by the council will play an important part in lowering health risks and increasing levels of user enjoyment.

41. The investigation and design phase of project delivery may identify site specific issues that require the feasibility of the project to be reassessed. This would be facilitated by the Parks and Community Facilities Project Delivery and Design team in discussion with the Howick Local Board.

Ngā koringa ā-muri

Next steps

42. If the Howick Shade & Shelter Provision Assessment is adopted, staff will work with the local board to identify possible opportunities for funding as part of future Parks and Community Facilities renewals and growth work programmes and will coordinate with the Urban Ngahere team to incorporate the adopted Shade Provision Assessment’s Network Opportunities into their funded annual tree planting outyear programmes.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author	Emily Wagon - Parks & Places Specialist
Authoriser	David Barker - Parks & Places Team Leader

Howick Local Board

20 July 2023

Classification of Reserve 21 Ara Tai Road Half Moon Bay

File No.: CP2023/08573

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Howick Local Board to classify the reserve at 21 Ara Tai Road Half Moon Bay as Local Purpose (community facilities and carparking) reserve pursuant to section 16 (1) Reserves Act 1977.

Whakarāpopototanga matua

Executive summary

2. The reserve located at 21 Ara Tai Road; Half Moon Bay is legally described as Lot 1 DP 88341. Contained in Record of Title NA45D/421.

3. The reserve comprises of car parking and boat storage facilities associated with the marina. It is currently held by Auckland Council as unclassified local purpose (community facilities) reserve and is zoned as open space under the Auckland Council Unitary Plan operative in part.

4. Local boards hold delegated authority under section 16 of the Reserves Act 1977 to classify council held reserves.

5. Mana whenua representatives have been engaged on the recommended classification via email and invited to submit their feedback. No feedback or objections to the proposed classification have been received.

6. The recommended classification has not been publicly notified because it is substantially the same as the purpose for which the land was acquired and is currently used.

7. It is a statutory requirement under the Reserves Act 1977 that Auckland Council classify all reserves vested in it. Where a reserve is awaiting classification (is unclassified) the council as administering body of the reserve is legally unable to grant rights over the land such as leases, licenses, easements or undertake an exchange until it is classified.

8. Specialist staff recommend that the local board resolves to formally classify Lot 1 DP 88341 as local purpose (community facilities and parking) reserve.

9. Subject to the local board’s decision, staff will formalise the classification through a gazette notice, which will be published to record the classification of the reserve located at 21 Ara Tai Road Half Moon Bay.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board resolves to:

a) approve the classification of the land legally described as Lot 1 DP 88341 comprised in Record of Title NA45D/421 as local purpose (community facilities and parking) reserve pursuant to section 16 (1) of the Reserves Act 197

Horopaki

Context

Classification of reserves under the Reserves Act 1977 and the local board role

10. Classification of reserves under the Reserves Act 1977 identifies the principal or primary use of a reserve. The classification helps direct the reserves management, usage, and development. It is necessary to enable the administering body to grant third parties rights over reserves such as leases, licenses, easements.

11. Classification of reserves provides an additional layer of legislative protection under the Reserves Act. The classification will bind the council to the classification and will limit (to a greater or lesser extent) how the land can be used. The classification also provides the community with certainty as to the types of activities that can take place on the reserve.

12. The Howick local board has decision-making responsibility for all reserves in the local board area. The local board also holds delegated authority under Section 16 of the Reserves Act to approve classification of council held reserves, subject to all statutory processes having been satisfied.

Tātaritanga me ngā tohutohu

Analysis and advice

Classification denotes primary purpose of the reserve.

13. As the reserve is held under the Reserves Act, it is a statutory requirement to classify according to its primary or principal purpose.

14. Classification under section 16 of the Reserves Act involves assigning a reserve (or parts of a reserve) to the appropriate class. The class determines the principal or primary purpose/use of the reserve to the appropriate class. The present value of the reserve is considered as well as the future “potential” values and the possible future uses and activities on the reserve.

15. The land identified in image 1 (below) is currently used for public car parking and boat storage lockers and the proposed classification better reflects that usage.

Proposed classification – Local Purpose (community facilities and parking) reserve.

16. Staff consider that classification of this reserve for Local Purpose (community facilities and parking) reserve is most appropriate as it aligns with the current and intended use of the whole reserve.

Consultation

17. Engagement with iwi, required in terms of Section 4 of the Conservation Act 1987 has been undertaken.

18. On 20 September 2022, an email was circulated to all iwi groups identified as having an interest in land within the Howick local board area inviting feedback. No feedback or objections were received.

19. As the proposed classification is substantially the same as the purpose for which the reserve is held and administered, public notification of the council’s intention to classify the land is not required.

Image 1 – 21 Ara Tai Road Half Moon Bay

Tauākī whakaaweawe āhuarangi

Climate impact statement

20. Te Taruke-a-Tawhiri: Auckland’s Climate Action Plan sets out two core goals:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050, and

· to prepare the region for the adverse impacts of climate change.

21. The proposal outlined in this report does not include any change to the current use of or activity on the reserve and does not introduce any new source of greenhouse gas emission.

22. The proposed classification is formalisation of a statutory requirement under the Reserves Act 1977 which is an administrative process and therefore has no impact on climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. The proposed classification has no identified impact on other parts of the council group. The views of Council-controlled organisations were not required for the preparation of advice in this report.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

24. The Howick Local Board holds the delegated authority under Section 16 of the Reserves Act 1977 to resolve to classify this reserve.

25. The views and preferences of the local board in relation to the proposed classification are sought via this report.

Tauākī whakaaweawe Māori

Māori impact statement

26. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

27. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term plan 2021 -2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework, Kia Ora Tamaki Makaurau – Māori Outcomes Performance Measurement Framework and the local board plans.

28. Under Section 4 of the Conservation Act 1987, the council is required to engage with iwi regarding the intention to classify a reserve.

29. An email was circulated to all Iwi identified as having an interest in the land on 20 September 2022. The email contained detailed information on the proposed classification and no objections or submissions were received.

Ngā ritenga ā-pūtea

Financial implications

30. The proposed classification is an administrative exercise and will not result in any costs to the local board. All costs (if any) relating to the publication of a notice of classification in the New Zealand Gazette will be met by Auckland Council’s Parks and Community Facilities Department.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The proposed classification will fulfil the council’s statutory requirement under the Reserves Act 1977 to classify all unclassified reserves which are either held or managed by council.

32. If the local board does not classify the reserve, Auckland Council will be in breach of this statutory requirement.

Ngā koringa ā-muri

Next steps

33. Subject to the local board passing the required resolution, council staff will publish a notice in the New Zealand Gazette, so a permanent public record of the classification is held.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Wendy Morrice - Specialist Technical Statutory Advisor

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Taryn Crewe - General Manager Parks and Community Facilities

Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

Approval for two new public road names at 300 and 304 Flat Bush School Road, Flat Bush

File No.: CP2023/08956

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Howick Local Board to name two new public roads created by way of a subdivision development at 300 and 304 Flat Bush School Road.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Road Naming Guidelines (the guidelines) set out the requirements and criteria of the council for proposed road names. The guidelines state that where a new road needs to be named as a result of a subdivision or development, the subdivider /developer shall be given the opportunity of suggesting their preferred new road names for the local board’s approval.

3. The developer and applicant, Neil Construction Limited has proposed the names presented below for consideration by the local board, with those names continuing the existing theme across the development of naming roads after the Tuscan region of Italy.

4. The proposed road name options have been assessed against the guidelines and the Australian & New Zealand Standard, Rural and Urban Addressing, AS NZS 4819:2011 and the Guidelines for Addressing in-fill Developments 2019 – LINZ OP G 01245 (the standards). The technical matters required by those documents are considered to have been met and the proposed names are not duplicated elsewhere in the region or in close proximity. Mana whenua have been consulted in the manner required by the guidelines.

5. The proposed names for the new public roads at 300 and 304 Flat Bush School Road are:

	Applicant’s Preference	Alternatives
Road 1	Firenze Road	Ligurian Road or Tyrrhenian Road
Road 2	Riserva Road	Sangiovese Road or Montalbano Road

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) approve the names as follows for the two new public roads created by way of subdivision undertaken by Neil Construction Limited at 300 and 304 Flat Bush School Road, Stage 6B, Flat Bush, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references SUB60336277 of BUN60336275).

i. Firenze Road (Road 1)

ii. Riserva Road (Road 2)

Horopaki

Context

6. Resource consent reference SUB60336277 was approved for the creation of 54 fee simple residential allotments and a number of private ways and public roads to be vested to council for Stage 6A and Stage 6B of a larger development. This road naming application relates to Stage 6B of the development only, with the naming of roads in other stages being the subject of separate reports to the Local Board.

7. Site and location plans of the development can be found in Attachments A and B.

8. In accordance with the standards, any road including private ways, commonly owned accessed lots (COALs), and right of ways, that serve six or more lots generally require a new road name in order to ensure safe, logical and efficient street numbering. In this development, only the roads to be vested to council are required to be named.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The guidelines set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region. The guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the local board’s approval.

10. The guidelines provide for road names to reflect one of the following local themes with the use of Māori names being actively encouraged:

· a historical, cultural, or ancestral linkage to an area; or

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

11. Theme: The proposed names continue the theme of the existing roads in the development which is based on Tuscany, Italy.

Road Number	Proposed name	Meaning (as described by applicant)
Road 1	Firenze Road (applicant’s preference)	Firenze is the Italian pronunciation and spelling for Florence, the Regional Capital of Tuscany (the name of the subdivision).
	Ligurian Road (alternative)	The Ligurian Sea is on Tuscany’s western coastline.
	Tyrrhenian Road (alternative)	The Tyrrhenian Sea is on Tuscany’s western coastline.
Road 2	Riserva Road (applicant’s preference)	Chianti Riserva is the name given to 38-month aged Chianti wine.
	Sangiovese Road (alternative)	Sangiovese is the dominant grape variety, used in the making of Chianti wine.
	Montalbano Road (alternative)	Montalbano is 1 of 7 sub-areas of the Chianti Classico Region in Tuscany.

12. Assessment: All the name options listed in the table above have been assessed by the council’s Subdivision Specialist team to ensure that they meet both the guidelines and the standards in respect of road naming. The technical standards are considered to have been met and duplicate names are not located in close proximity. It is therefore for the local board to decide upon the suitability of the names within the local context and in accordance with the delegation.

13. Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use at this location.

14. Road Type: ‘Road’ is acceptable road type for the new roads, suiting the form and layout of the roads.

15. Consultation: Mana whenua were consulted in line with the processes and requirements described in the guidelines. Additional commentary is provided in the Tauākī whakaaweawe Māori section that follows.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. The decision sought for this report has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of the report’s advice.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

18. The decision sought for this report does not trigger any significant policy and is not onsidered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

19. To aid local board decision making, the guidelines include an objective of recognising cultural and ancestral linkages to areas of land through engagement with mana whenua, particularly through the resource consent approval process, and the allocation of road names where appropriate. The guidelines identify the process that enables mana whenua the opportunity to provide feedback on all road naming applications and in this instance, the process has been adhered to.

20. On 2 June 2023, mana whenua were contacted by council on behalf of the applicant, through the Resource Consent department’s central facilitation process, as set out in the guidelines. Representatives of the following groups with an interest in the general area were contacted:

· Ngāi Tai Ki Tāmaki

· Ngāti Tamaoho

· Te Ākitai Waiohua

· Te Ahiwaru Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa Trust Board

· Ngāti Paoa Iwi Trust

· Ngāti Maru

· Ngāti Tamaterā

· Waikato-Tainui

· Ngāti Whanaunga

· Te Patukirikiri

21. By the close of the consultation period, no responses, comments, or feedback were received. It cannot be construed that a lack of response is indicative of acceptance of the names proposed, however, and dependent on the scale of the development and its level of significance, not all road naming applications receive comments from mana whenua.

22. This site is not listed as a site of significance to mana whenua.

Ngā ritenga ā-pūtea

Financial implications

23. The road naming process does not raise any financial implications for the council.

24. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key component of the process.

Ngā koringa ā-muri

Next steps

26. Approved road names are notified to LINZ which records them on its New Zealand wide land information database. LINZ provides all updated information to other users, including emergency services.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Report Attachment A - Location Map	181
b ⇩	Report Attachment B - Site Plan	183

Ngā kaihaina

Signatories

Author

Amy Cao - Subdivision Advisor

Authorisers

David Snowdon - Team Leader Subdivision

Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

Proposed landlord approval to Fencibles United Association Football Club Incorporated to install an illuminated sign at 600R Pakuranga Road, Highland Park

File No.: CP2023/09081

Te take mō te pūrongo

Purpose of the report

1. To seek landlord approval for Fencibles United Association Football Club Incorporated to install an illuminated sign on the tenant-owned club room on council community-leased land at 600R Pakuranga Road, Highland Park.

Whakarāpopototanga matua

Executive summary

2. Fencibles United Association Football Club Incorporated (FUAFCI) seeks landlord approval to install an illuminated sign on its club rooms. The sign is intended to display the club’s sponsors and the club have indicated that it hopes to derive some advertising revenue through use of the sign in order to fund its building maintenance programme and building upgrades at its club rooms located at Riverhills Park.

3. FUAFCI currently holds the community ground lease. The club rooms and other improvements within the leased area are owned by the club. The lease commenced on 17 June 2019 for an initial term of 10 years, expiring on 17 June 2029. The lease contains one right of renewal of ten years with final expiry in June 2039. The lease requires that the club obtain landlord approval for the installation of the signage.

4. In assessing the signage application, officers canvassed various specialists from Parks and Places, Area Operations and Land Advisory. While the sign was expected to result in an increase in light emissions, the specialists have indicated support for the application because the proposed sign will be located away from the residential properties and will only be visible from the adjacent Pakuranga Road.

5. Auckland Council’s Active Recreation unit supports sponsorship signage in general because the revenue generated from these signs help community groups such as FUAFCI deliver their programmes.

6. To minimise the potential light emission and other effects, the recommendation is to grant the landlord approval subject to conditions.

7. The current proposal does not align with Signage Bylaw 2022. Council’s Regional Compliance team have confirmed that the current signage proposal will require an application for exemption under the Signage Bylaw and approval obtained for the sign to be lawfully erected on the site.

8. Following a workshop on the signage application with the Howick Local Board on 30 March 2023, the local board requested that the signage application be presented in a report at a business meeting for the local board to consider and make a decision on the application.

9. This report recommends that the local board grant the landlord approval with conditions to install an illuminated sign on the tenant-owned club rooms at 600R Pakuranga Road, Highland Park.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) grant, landlord approval to install an illuminated sign on the tenant-owned club rooms at 600R Pakuranga Road, Highland Park (Attachment A), subject to the following terms and conditions:

i) Fencibles United Association Football Club Incorporated is to apply for an exemption under the Auckland Council Signage Bylaw and obtain approval for the sign to be lawfully erected prior to any works.

ii) the illuminated sign is fixed to the side of the building where the existing club sign is located.

iii) the illuminated sign is to be switched off at 9pm daily.

iv) note that all other terms and conditions will be in accordance with the Auckland Council Community Occupancy Guidelines 2012 and standard landlord approval terms.

v) note that the local board’s approval of the signage is in its non-regulatory capacity. This approval does not bind the council in its capacity as a regulatory authority in any way, and any consent or approval given under this agreement is not an approval or consent in its regulatory capacity.

Horopaki

Context

10. Local boards have the allocated authority relating to local recreation, sport, and community facilities, including community leasing matters.

11. Fencibles United Association Football Club Incorporated (FUAFCI) have applied for landlord approval to install an illuminated sign on their club-owned building at 600R Pakuranga Road, Highland Park.

12. The local board was informed of the signage application at its workshop on 30 March 2023 and requested that the application be presented at a business meeting for the board to consider and formally resolve on the landlord approval request.

Land, building/s and lease

13. William Green Domain is located at 600R Pakuranga Road, Highland Park (Attachment A). The land is legally described as Allotment 67, Section 1, Small farms near the Village of Howick, and held by Auckland Council in fee simple under the Reserves Act 1977.

14. FUAFCI currently holds a community ground lease for approximately 312m² of council-owned land. The lease commenced on 17 June 2019 for an initial term of 10 years, expiring on 17 June 2029. The lease contains one right of renewal of ten years with final expiry in June 2039.

15. The building is owned by the club and primarily used as clubrooms for the playing of football on the adjacent sport fields within William Green Domain.

16. There is an existing sign displaying the club’s name which spans across the lower portion of the second storey of the clubroom facing onto the football fields (refer to Image 1 below). The proposal is to partially replace this sign.

Image 1

A building with a sign on it

Description automatically generated

Fencibles United Association Football Club Incorporated

17. FUAFC was established in 1995 following the amalgamation of Howick AFC and Pakuranga Town AFC, two longstanding East Auckland football clubs. The club has 1,600 members from juniors, under 5, through to senior divisions.

18. FUAFC’s mission is “to promote football in the local community, enabling inclusive, positive and healthy experiences on and off the field” and the club’s core values are inclusiveness, respect, integrity and striving for excellence. The objective of the club is “to make FUAFC the club of choice in the East Auckland Region”.

19. The club facility at William Green Domain has been operating since 2013 and is the club’s main training facility.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The operative community lease agreement contains a clause requiring landlord approval for any additions, alterations, or modifications to the premises. Consequently, the installation of signage requires landlord approval.

Proposed signage

21. FUAFCI have applied to install an illuminated sign to display sponsor(s) on their club rooms building at 600R Pakuranga Road, Highland Park.

22. On 31 May 2023, the club indicated that size of the sign had been revised to 10m x 3 or 3.5m. The initial size was proposed to be 15 metres wide and 2 metres high.

23. The club has identified two potential areas on its building to install the sign (refer to image 2 below). These are on the roof of the building and if the roof cannot take the weight, then adjacent to the current club sign on the clubroom. Staff recommend that that sign be fixed to the building where the current club sign is displayed.

Image 2

A building with a red rectangle

Description automatically generated with low confidence

24. The Signage Bylaw 2022 provides that signage within parks and open spaces are limited to

25. FUAFCI indicated that the purpose of the illuminated sign is to display sponsorship information. The club hopes to generate revenue by offering advertising space on the sign.

26. The sign will be a combination sign providing advertising of the club; advertising of local events such as the Howick Santa Parade etc. and selling of sign space to advertisers.

27. The club have indicated that it hopes to derive some advertising revenue through use of the sign. The revenue is intended to be used to support with the upkeep and maintenance of the building and clubrooms at William Green Domain and to support the construction of a new deck at its Riverhills Park clubrooms. Riverhills Park is located within the Howick Local Board area and the club utilises the four fields, with field one used as the home ground for its first team.

Assessment of the application

28. The operative Manukau City Council Sports Parks Management Plan outlines the management objectives for William Green Reserve. The management plan limits advertising or sponsorship signs on sports parks to internal facing hoardings around individual sports field playing surfaces, scoreboards and on goal post safety padding.

29. The adjacent fields sit outside of the existing lease area and is used by the club on a non-exclusive basis e.g., is accessible to the public when not used by the club. The proposed sign is in alignment with the intentions of the management plan as it is internally facing onto fields 1, 2 and 3 (Attachment C).

30. Additionally, the recommendation is that the following conditions be imposed as part of the installation of the sign and that the signage:

a) is not offensive

b) must be of appropriate size and accord with the general standard of finish and decoration of the building

c) must not create a health and safety hazard

d) any advertising displayed must accord with the values of the wider park and must be legal, decent and prepared in a socially responsible manner

e) should not promote alcohol or other harmful substances, inappropriate images, irresponsible or offensive depictions or degrading or provocative advertising that can lead to harmful effects, particularly on young people

f) must not reflect negatively on the council or bring into disrepute or ridicule

g) must not conflict with any naming rights reserved or granted by the council.

Revenue implications

31. FUAFCI plans to use the revenue generated from the advertising towards maintenance of the club-owned buildings at William Green and Riverhills Park and allocate some revenue towards the club’s football activities. Annually, it costs FUAFCI between $40,000 to $50,000 to maintain each of the clubrooms at William Green Reserve and Riverhills sites.

32. The roof at the William Green clubroom will need to be renewed in the next few years and the high-level estimate for the renewal is $160,000. In addition, the club plans to build a new deck and upgrade the club’s Riverhills premises which it hopes to fund through the advertising revenue.

33. The Community Occupancy Guidelines 2012 stipulates that where a club or community group generates revenue, the local board may choose to charge a percentage rental in relation to the revenue generated. Alternatively, the guidelines allow for the retention of the current rental where there is evidence that the revenue generated will be used for planned building upgrades, development or maintenance, or activities and programmes associated with the group’s primary purpose.

34. There is provision under the lease where a higher rental is charged, and this can be triggered under the next rent review window in June 2025.

35. The following options have been considered:

Option	Pros	Cons
Option 1: Grant approval for the sign, subject to conditions, and retain the current level of rent	Club can install sign and generate revenue to maintain and upgrade its facilities	The sign does not align with the Signage Bylaw and will require a specific exemption.
Option 2: Grant approval for the sign, subject to conditions, and apply a percentage rental	Club can install sign and generate revenue, and the club pays a percentage of the revenue to council under a rent review	The sign does not align with the Signage Bylaw and will require a specific exemption. Rent levels for assets under community occupancy agreements are proposed to be increased under the revised Annual Budget. A percentage rental increase together with increased rent levels may result in a significant increase in expenses for the club and consequently, affect the sustainability of the club.
Option 3: Decline the approval of the sign	The current state will persist and there will be no light emission	Given the reliance on the revenue from advertising, the club will need to consider alternative funding streams to maintain its facilities. This may increase the risk of the buildings falling into a state of disrepair.

36. Option 1 is the preferred option. It allows for the installation of the sign in a manner that does not detract significantly from the placement of the current signage. The proposed sign will face the infield area in alignment with the management plan. While the sign does not align with the Signage Bylaw 2022 due to the proposed size, this can be mitigated by the club seeking and obtaining and exemption under the bylaw.

37. Additionally, the revenue generated will be used by the club for planned building upgrades and maintenance which accords with the Community Occupancy Guidelines.

38. Furthermore, with option 2 if a percentage rent increase is applied together with the approved Annual Budget (awaiting amendments to the Community Occupancy Guidelines and adoption) whichintroduces an administration charge of $1,300 plus GST per annum for community occupancy. This will impact on the club’s financial performance and potential sustainability.

Tauākī whakaaweawe āhuarangi

Climate impact statement

39. Auckland Council’s climate goals are set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan, which are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

40. It is anticipated that the granting/approving of the illuminated sign may result in an increase in light emissions. Light emissions contribute to increases in carbon emissions through the energy consumed.

41. If approved, the landlord approval conditions will include a requirement for the sign to be switched off at 9pm which will reduce the scale of light emitted.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. In assessing the signage application, several specialists across Parks and Community Facilities and Licensing and Compliance were consulted on the proposal.

43. While the sign was expected to result in an increase in light emission, the specialists have indicated support for the application and are supportive of the approval of the application.

44. Council Parks and Places Specialist staff have assessed the club’s application against the operative management plan for William Green Reserve and support the installation of the proposed sign as it will be located away from residential properties and will only be visible from the adjacent Pakuranga Road.

45. Council Area Operations and Maintenance staff support the proposal outlining that this is not atypical with some clubs displaying sponsorship information on scoreboards.

46. Council Active Recreation staff support sponsorship signage in general because the revenue generated from these signs help community groups such as FUAFCI deliver their programmes.

47. While the current proposal does not align with Signage Bylaw 2022, council’s Regional Compliance team have confirmed that the current signage proposal will require an application for exemption under the Signage Bylaw.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

48. The proposed sign will allow FUAFCI to attract sponsorship funding.. This will allow the club to generate funding to contribute to continued maintenance of the club-owned building which facilitates the playing of football for communities within the Howick Local Board area.

49. The assessment of the application was discussed with local board at a workshop on 30 March 2023. The local board indicated its support of the club’s proposed sign initiative to source funding but was concerned about:

· the size of the sign

· site/location-given that the clubrooms are adjacent to essential ambulance and fire service stations

· the effects of the sign on other adjoining roads. At the same time, some members were satisfied that the sign was facing into the football fields.

· light emissions into the late hours of the night

50. Given the concern raised about light emissions into the late hours of the night, the recommendation is that the sign is switched off at the same time as the field floodlights at William Green Reserve.

Tauākī whakaaweawe Māori

Māori impact statement

51. Auckland Council engaged with iwi groups, identified as having an interest in the land in the Howick Local Board area before the initial lease was granted to FUAFCI. There were no objections to the original proposal to grant the new community lease.

52. Further Iwi engagement about the proposed sign is not required.

53. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context.

Ngā ritenga ā-pūtea

Financial implications

54. All costs relating to the installation, operation and ongoing maintenance of the proposed sign will be borne by FUAFCI. In addition, the club will be responsible for all costs associated with seeking and obtaining the bylaw exemption.

55. Should the local board introduce a percentage rental, this can be introduced in June 2025 which is the date provided for by the lease. This will be a negative for the club given the club may have to repay for the costs of installing the sign and pay for the various building maintenance items the club needs to undertake. Alternatively, a percentage rental may create a revenue stream which will have a positive impact for the local board budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

56. Should the local board decide to not grant the proposed sign, with conditions, to FUAFC, the club will need to source other funding to maintain their building and have flow-on affects to the club’s ability to deliver its football activities.

57. Alternatively, should the local board approve the FUAFCI sign, there is a risk this may lead to an increase in requests from other groups. As all requests under community leases will need landlord approval, this can be assessed on a case-by-case basis.

Ngā koringa ā-muri

Next steps

58. If the local board decide to grant the proposed sign, staff will provide Fencibles United Association Football Club Incorporated with formal landlord approval, subject to conditions in accordance with the local board resolution.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan - 600R Pakuranga Road, Highland Park	193
b ⇩	Landlordr approval application form	195
c ⇩	Fencibles United Association Football Club Incorporated playing fields at William Green	199

Ngā kaihaina

Signatories

Author

Tsz Ning Chung - Community Lease Specialist

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Victoria Villaraza - Local Area Manager

Howick Local Board

20 July 2023

2025 Auckland Council elections - electoral system

File No.: CP2023/09391

Te take mō te pūrongo

Purpose of the report

1. To provide feedback to the Governing Body on whether the electoral system should change from First Past the Post (FPP) to Single Transferable Voting (STV).

Whakarāpopototanga matua

Executive summary

2. The council has previously decided to retain FPP, giving priority to keeping the voting experience as simple as possible for the voter.

3. STV has recognised benefits as an electoral system and the Future for Local Government Review has recommended it be mandatory for all councils.

4. A key feature of STV is that it permits the voter to vote for the candidate they prefer without being deterred by the prospect their vote might be wasted if the candidate is not a popular choice. STV allows the voter’s vote to count towards the voter’s second preference if their first preference is not elected. Their vote may be transferred to subsequent preferences if this is required.

5. Another key feature of STV is that it can allow a more proportional outcome in a multi-member election. A “quota” defines the number of votes required to be elected. Under STV a minority group might have enough votes to elect the group’s candidate whereas under FPP a minority group may never be represented (those in a majority group will always outnumber those in a minority group).

6. A downside to STV is that it can add complexity to the voting experience for voters who do not have sufficient knowledge about candidates. In these situations, it is difficult enough for a voter to decide for whom to vote, without then having to decide a ranking. However, STV as practiced in New Zealand does not require a voter to indicate a preference for each position. A voter could just indicate a first preference if that is their wish.

7. It is also debatable whether voters in New Zealand local government elections vote in groups, whether those groups are political parties, or demographic groups. In local government elections overseas where STV is used candidates stand in political parties and voters align with such political parties. STV ensures the success of political party candidates is proportional to the voting patterns in the community. In New Zealand local government elections, voters and candidates do not align with political parties to the same extent (though there is some alignment) – the meaning of a proportional outcome is less clear.

8. This report sets out the key advantages and disadvantages of STV. On balance there may be a benefit to voters through being able to express preferences thereby avoiding wasting their vote, even though this introduces some complexities for some voters. The complexity associated with STV voting can be mitigated with simple and clear instructions on how to vote.

Ngā tūtohunga

Recommendation/s

That the Howick Local Board:

a) whakarite /provide feedback to the Governing Body on whether the electoral system should be changed from First Past the Post to Single Transferable Voting for the 2025 elections.

Horopaki

Context

9. The Local Electoral Act 2001 (LEA) provides for two electoral systems for council elections:

(i) First Past the Post (FPP)

(ii) Single Transferable Vote (STV).

10. Prior to each council election the council can decide which electoral system to use. If the council wishes to change its electoral system to STV it must resolve to change to STV for the next two elections by 12 September 2023 (LEA s 27). A council may resolve to conduct a poll (referendum) on whether to change to STV. This might be held as a standalone poll or in conjunction with the next election. Also, a petition from 5% of electors can demand that the council conduct a poll.

11. Whenever the Governing Body has considered these matters in the past it has decided to retain FPP, its focus being on the voter and making the voting experience as simple as possible.

Tātaritanga me ngā tohutohu

Analysis and advice

FPP

12. FPP, also known as plurality voting, has the feature that candidates having more votes win over candidates having fewer votes. In a community which has minority groups, minority groups might never be represented if it is assumed that groups vote only for candidates representing their group or community of interest.

13. A simple scenario illustrates the implications. In this hypothetical scenario an electorate has a majority group and a minority group and each group puts up candidates for a multi-vacancy election (for example a multi-member ward). The majority group will out-vote the minority group for each vacancy because it has more voters and each voter can vote for each vacancy. FPP is characterised as a ‘winner takes all’ electoral system. In this simple scenario of a majority group and a minority group the minority group will never be represented. It does not have enough votes to out-vote the majority group. (In this example the term “group” is used generically. Discussion about FPP and proportional systems like STV in the literature is typically in terms of political groups. However the same arguments apply if the groups are demographic groups such as ethnic groups or age groups).

STV - features

14. For STV, voters mark the candidates in order of preference -1st, 2nd, 3rd etc. To determine who is elected, a quota is determined from the number of votes and the number of positions to be filled. The first preferences for each candidate are counted. Any candidate who has votes equal to or greater than the quota is elected. Any surplus votes (over the quota) of the elected candidates are redistributed to voters' next preferences. When all surpluses have been redistributed, the last placed candidate is excluded and their votes redistributed to voters' next preferences. This process continues until the total number of candidates to be elected is reached.

15. One key feature of STV is the “quota”. This is the number of votes a candidate must receive in order to get elected. Because each voter has only one vote the total pool of votes is equal to the total number of electors who are voting. The quota is obtained by dividing the total votes by one more than the number of vacancies and adding a small number^{^[1]} to avoid a tie. For example, if the total number of voters is 10,000 and there are 4 vacancies, then the quota is obtained by dividing 10,000 by five to give 2,000 votes (plus a small number) as the quota. Any candidate reaching the quota will be elected^{^[2]}. If there was a majority group of 6,000 voters and a minority group of 4,000 voters the minority group now has a chance of electing a representative because it is able to provide the required 2,000 votes to elect a candidate (whereas under FPP the majority group could take all seats).

16. STV is considered to be a proportional electoral system in that the outcome of an election will be more closely proportionate to the voting patterns in the community, particularly in a multi-member election (single or double-member wards would not provide the scope for a range of groups to be represented).

17. A second key feature of STV is that it addresses the issue of wasted votes by enabling voters to express their preferences. FPP can discourage a voter from voting for the candidate they prefer because they know their vote would be wasted if the candidate was not likely to get elected. Under STV a voter’s first preference might be for the candidate they prefer but if that candidate was eliminated then their vote would go to their second preference and so on. Under STV it is safer for a voter to vote for the candidate they actually prefer because they know that if their preferred candidate is not eventually elected then their vote will count toward their second and subsequent preferences.

18. The aspect of wasted votes under FPP has been highlighted at mayoral elections. In the most recent mayoral election candidates withdrew to avoid voters wasting their votes on them. If STV had been in place this might not have been necessary.

19. For single-seat elections such as a mayoral election or election of one member in a single-seat ward, STV has the feature that a winning candidate will receive a majority of votes and not just more votes than other candidates. This is because at each iteration of vote counting the lowest scoring candidate is eliminated until, at the final iteration, the contest is between two candidates.

20. The Governing Body might resolve to provide for Māori representation by way of one or more Māori wards. There would, at most, be two members elected from a Māori ward. STV could assist those voting on the Māori roll – a voter could express a first preference for a candidate that represents their own mana whenua group and also express a second and subsequent preferences in case that candidate did not get elected.

STV – concerns

Voter turnout

21. The effect of varying patterns of voter turnout might be a greater concern than achieving proportionality. For proportionality to be achieved it is best to have multi-member electorates. Governing Body wards are currently single or double member wards. As noted in the review of the 2022 elections there are widely varying voter turnout patterns around Auckland. If, say, a six-member ward was created, being three times the size of a double-member ward, then the differences in voter turnout within the ward might be of more significant concern than achieving proportionality through STV.

22. For example, if the Manukau, Howick and Manurewa-Papakura wards were combined then the part of this new large ward that would have the most voter turnout would be in the Howick area. It is possible that Howick voters would determine who represented Māngere and Ōtara.

23. The ward system spreads representation around Auckland geographically and because of the varying voter turnout patterns might be of more importance in terms of achieving representation of communities than adopting STV. STV might still be of benefit in single-member ward elections because of its preferential voting features which address the wasted vote issue. Local board elections use multi-member electorates (members are elected at-large or by subdivisions) and STV could be of benefit in achieving proportional representation.

New Zealand council elections not party- based

24. In New Zealand local government elections achieving a proportional result might not be very meaningful. The proportionality benefits of STV are usually explained in terms of voters voting in groups for candidates that represent the voters’ groups. For example, if there are younger voters who make up a proportion of the electorate but there are a greater number of older voters who vote for candidates in their own age group the younger voters as a group might not be represented under FPP^{^[3]} but under STV might be able to achieve sufficient votes to reach the quota. However, if voters do not vote in groups then it is difficult to explain how STV might enhance proportionality. In local government elections voting in groups does not occur to the extent it occurs in Parliamentary elections when voters align with political parties.

25. In local elections overseas where STV is used such as Ireland and Scotland, candidates are party-based. If, in New Zealand local government elections, voters tend to vote for candidates they consider to be the best candidates regardless of political group, age group, ethnic group or other type of group, then the proportionality benefits of STV are more difficult to argue.

Complexity

26. STV adds complexity for the voter. For example, at the 2022 local elections the Manurewa Local Board had 8 vacancies and 29 candidates. The voter is faced with deciding not only which 8 of the 29 candidates should be elected but how to rank them (noting there is no requirement to vote for, or express a preference for, each vacancy). This could make the task of voting more difficult for a voter who does not have any knowledge of candidates other than the information presented in the accompanying profile statements. On the other hand it might make voting a better experience for a voter who does have knowledge of all candidates, has clear preferences for candidates and wishes to use their vote to have an effect on who is elected. Ensuring the voting experience is user-friendly has been a key concern of the council in the past.

27. Hamilton City Council in 2022 moved to STV (and also established a Māori ward) for the first time. It experienced the lowest voter turnout nationally in 2022 at 29.4%.

STV – other councils in New Zealand

28. The following tables list which city and regional councils adopted FPP / STV for the 2022 elections^{^[4]}.

29. Territorial authorities – Auckland Council and city councils (omitting district councils).

30. Data in the table below includes voter turnout, informal votes and election of women councillors. There tend to be more informal votes under STV (voters not marking their voting documents correctly and therefore not counted). STV does not seem to have had a significant effect in 2022 on voter turnout (except for Hamilton) or the election of women councillors.

		Total votes	Voter turnout	Informal votes	Informal votes %	Total coun-cillors	Women coun-cillors	Women coun-cillors %
Auckland Council	FPP	404,541	35.2%	488	0.0	20	8	40.0
Christchurch City Council	FPP	120,210	44.4%	432	0.0	16	5	31.3
Hutt City Council	FPP	64,002	41.0%	250	0.001	12	5	41.7
Invercargill City Council	FPP	20,907	53.2%	87	0.003	12	4	33.3
Napier City Council	FPP	18,451	43.9%	31	0.002	12	6	50.0
Upper Hutt City Council	FPP	24,296	43.9%	42	0.002	10	4	40.0
Dunedin City Council	STV	48,133	40.1%	961	0.001.00	14	6	30.6
Hamilton City Council	STV	32,357	29.4%	846	0.001	14	7	50.0
Nelson City Council	STV	41,794	53.2%	937	0.001	12	2	16.7
Palmerston North City Council	STV	21,370	38.6%	515	0.002	15	6	40.0
Porirua City Council	STV	15,640	37.3%	212	0.002	10	4	40.0
Wellington City Council	STV	73,067	45.5%	287	0.001	15	8	53.3

Regional councils

Bay Of Plenty Regional Council	FPP
Southland Regional Council	FPP
Hawke's Bay Regional Council	FPP
Northland Regional Council	FPP
Taranaki Regional Council	FPP
Waikato Regional Council	FPP
West Coast Regional Council	FPP
Canterbury Regional Council	FPP
Otago Regional Council	FPP
Manawatū-Whanganui Regional Council	FPP
Wellington Regional Council	STV

STV – Future for local government review

31. The Future for Local Government Review Panel has recommended that STV becomes mandatory for all council elections^{^[5]}:

32. “STV can be more representative of voters’ choices because a vote can be transferred if a preferred candidate does not meet a certain threshold. This transfer of votes avoids wasted ballots. Early research demonstrates that STV leads to improvements in the representation of women (Vowles and Hayward 2021). However, the representative benefits of STV work best when there is a large pool of candidates and wards with more than one seat being contested.”

33. It is unknown whether this, or any other recommendation, will be implemented by the incoming Government in time to be in place for the 2025 elections.

STV – poll

34. The council is required to give public notice by 19 September 2023 of the right for 5% of electors to demand a poll on the electoral system to be used for the 2025 elections. Such a public notice is required prior to each election and, in the past, has not resulted in any interest for a poll on whether to change to STV.

35. The council itself may resolve to conduct a poll on the electoral system to be used. A stand-alone poll on changing to STV for 2025 would cost $1.2 – 1.3 million. A poll held in conjunction with the 2025 elections on whether to change to STV for 2028 would cost an additional $90,000 - $120,000.

Conclusion

36. While there are arguments for and against STV, on balance the ability for voters to express preferences is a benefit and is likely to become mandatory if the Future For Local Government Review Panel’s recommendations are implemented.

Tauākī whakaaweawe āhuarangi

Climate impact statement

37. A change of electoral system will not impact climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

38. A decision about the electoral system affects the election of the mayor, councillors and local board members. It does not have an impact on the council group.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

39. This report sets out the benefits and disadvantages of the STV electoral system. The choice of electoral system impacts the election of local board members. Because local board elections are at-large or by multi-member subdivision the proportionality aspects of STV could be of benefit in achieving an outcome that is proportional to the voting patterns in the community.

Tauākī whakaaweawe Māori

Māori impact statement

40. The Governing Body is considering providing for Māori representation by way of a Māori ward. STV would allow those on the Māori roll to express first preferences for their own mana whenua group candidates while allowing second and subsequent preferences to be counted if their first preference is not elected.

Ngā ritenga ā-pūtea

Financial implications

41. There would be some minor additional cost associated with using STV as compared to FPP due to STV requiring more processing.

42. There would be an additional cost if the council chose to conduct a poll on whether to change to STV as outlined earlier in the report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. If the electoral system is changed to STV it will be important to provide very simple and clear advice to voters on how to vote.

44. Ballot order effect can be more pronounced the harder voting is for a voter. Under STV there may be more of a risk that candidate names at the top of the list might be selected. One mitigation would be to order candidate names randomly. A report on the order of candidate names will be presented for feedback in due course.

Ngā koringa ā-muri

Next steps

45. The feedback from the local board will be conveyed to the Governing Body.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor

Authorisers

Carol Hayward - Team Leader Operations and Policy

Louise Mason - General Manager Local Board Services

Nina Siers - Local Area Manager

[2] The actual formula used in New Zealand is contained in the Local Electoral Regulations 2001, Schedule 1A.

[3] It should be noted though that New Zealand’s youngest Mayor (Gore District Council) was elected under FPP.

Chairperson	Damian Light
Deputy Chairperson	Bo Burns
Members	Katrina Bungard
	David Collings
	Bruce Kendall
	John Spiller
	Mike Turinsky
	Adele White
	Peter Young, JP

Author	Matt Fletcher - Democracy Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Author	Rosalyn Cowe - Alternative Assets Property Manager
Authoriser	Ruth Jost – Head of Property Portfolio

Author	Tracey Freeman – Local Board Engagement Advisor
Authoriser	Victoria Villaraza - Local Area Manager

Exclusion of the Public: Local Government Official Information and Meetings Act 1987